ASMs

QUICK GUIDE

Quick Guide
MPL ‘10
 "Leaders aren't born, they are made.
They are made just like anything else, through hard work.
That's the price they'll have to pay to achieve any goal.”
Vince Lombardi
 Job Description of ASM

To create / Maintain Positive

Discipline & Participative
To get the Work Done through Working Environment through Continuous Identification &
the Team Members Motivation and Team Work by Development of New Markets
keeping the High Moral of all the
Team Members

Ensure Neat, Clean & Effective Utilization of Provided

Establish Effective Two Way
Transparent Achievement of Resources
Positive Communication at all
Sales Targets by each TM / PS
Levels Human, Material ,Time
through Ethical Practices

Development of each TM / PS
Through
Through Quarterly
Quarterly Appraisal
Appraisal &
&
Execution of Strategies Feedback, Individual Training Needs Succession Planning
Analysis & Continuous on the Job
Coaching
 Job Description TM

Implementation of
Neat, Clean &
strategies mentioned in
Transparent Making an average of Making an average of Visit the Stockiest /
the Action Plan and
Achievement of Sales 12 – 14 Sales Calls per (8-10) Chemist Calls M&P at least once a
conducting activities in
Budget through working day per working day week
the specified period
Ethical Practices
within assigned budget

Knowledge of the
Product Knowledge Cooperate &
market, Customers, Developing business
( Own & Competitor), coordinate within the Customer Relations /
competitors, Activities relations with
Medical / Disease team and TMs of the Development
& feedback to all customers
Background, other Business unit
relevant level

Manage all the

Follow all the 7 steps of Appropriate use of
Customers at required Follow weekly and Preparation Daily
Sales Call (SET / RRP / DWE
frequency /visit at best monthly itinerary Planner
Others)
time

Submission of real time Sales Diary

DCR log( SFA Implementation( Week Maintain positive team Focus on Self
Use of Sales Analyzer
Immediately after the ly /Monthly Sales discipline Presentation
call) Analysis)

keep the company’s

belongings in
presentable condition
Core Competencies
 Integrated Area Management
POWER COOPERATION ORDERS &
INFLUENCE INSTRUCTIONS POSITIVE
AUTHORITY MOTIVATE
DISCIPLINE
COMMUNICATION/
FEED BACK DISTRIBUTION

DECISIONS &

BUSINESS MANAGEMENT
MANAGEMENT SKILLS
RESOLUTIONS
INVESTIGATE
MARKET

ANALYSIS INTEGRATED
AREA
MANAGEMENT DEVELOPMENT
FOLLOW-UP

PLAN WORK SELECT &

CLASSIFY DRS
DEVELOPMENT OF HUMAN RESOURCES

FIX OBJECTIVES REPS REPS

EVALUATIONS TRAINING SELECT PERSONNEL FIX TERRITORIES
& ITINERARIES
Management Skills

Fix
Objective

Plan
Feedback Work

Managem
ent
Communicati Skills Follow
on Up

Decisions
&
Analysis
Resolutio
ns
Management Skills
1. Fix Objective

Do’s Don'ts
Set SMART objectives Unfair Budget split among TMs (Performance
Punishment and non performance reward)
Itinerary setting self and team
Delay in objective setting
Objective setting self and team / Commercial and
personal Don’t set objectives verbally

Set action plan with completion date Unfair territory allocation

2. Plan Your Work

Do’s Don'ts
Administrative procedures (DCRs, Doctor call
list, Tour programs)
Use of sales analyzer and town wise sales in
planning of daily and weekly plans.
Frequent and unauthorized changes
Communication of plan in advance to the
subordinates
Focus on personal influences of TM while
reviewing his/her plan
 Management Skills
3. Follow - Up

Do’s Don'ts
Implementation of action plan

Activities/customer follow up Delay in timelines

Timelines follow up

4. Performance Analysis

Do’s Don'ts
Regular study product ledger, sales analyzer, wholesale
retail ratio.
Weekly DCR

Monthly town wise sales Pre conceived hypothesis

Monthly return on investment

Sales analysis (Brick wise, area wise, town wise)

Management Skills
5. Decisions & Resolutions

Do’s Don'ts
Regular monthly and weekly meetings

Player of sales promotion meetings Delayed decisions

Meeting minutes

6. Communication

Do’s Don'ts
Always take guidance from SET
Communication Model
Communication upward-downward-lateral
Avoid false feedback
Straight feedback

Written communication
Management Skills
7. Feedback

Do’s Don'ts
Always take guidance from SET Communication
Model

Communication upward-downward-lateral
Avoid false feedback
Straight feedback

Written communication

Stock Replacement Formula

(Last 3 Month Average Sale x 2 –

Current Inventory) / 2
Team Leadership

Show
Authority

Maintain
Use
Positive
Power
Discipline

Team
Leadership
Give Have
Directions Influence

Get
Motivate Cooperation
 Team Leadership
Characteristics required for a good leader

Understands that
Can adapt to variety of ASMs/SMs success
Sufficient intelligence to Expresses
Mentally
Mentally and
and situations
situations and
and behave
behave depends
depends upon
upon the
the Expresses self
self well
well
analyze the problems
emotionally
emotionally stable
stable naturally
naturally with
with different
different success
success of
of the
the TMs/PS
TMs/PS Knows how to listen
Knows how to listen
facing him
types of persons both individually and as
aa team
team

Knows
Knows TMs/PS
TMs/PS
Knows oneself
Develops own Personalities,
knowledge of sales, Own personality,
Own personality, Objective and keeps
intelligence, education,
product, marketing and capacity
capacity for
for work,
work, things in perspective
training, experience,
admin techniques characteristics and
problems,
problems, desires,
desires,
weaknesses as a leader
objectives and etc.

1. Show Authority

Do’s Don'ts
Misuse of authority
Judicial use of authority
Over-exercise of power Don't try to dominate the
team members

Over-control the performance

Be a leader than a BOSS
Abusive language and humiliating attitude
Team Leadership
2. Use Power

Do’s Don'ts
Know the nature, limitations and its dangers
Avoid unnecessary use of power
before exercising the power

Get approval of ABG/SM before exercising the Avoid crossing the limitations of power (in no
power situation job threats are allowed)

3. Have Influence

Do’s Don'ts
Role model Don’t finish working before TM/PS

Command on all aspects

Don’t start late working
Get the most out of every team member

Be supportive, exhibit trust, keep your promises Avoid Favoritism

Team Leadership
4. Get Cooperation

Do’s Don'ts
Recognize the strengths and weaknesses
Minimize calling TM/PS at home
Get the most out of every team member

Create friendship and confidence

Minimize visiting TM’s/PS’s home
Train and guide the TMs/PS

5. Motivate

Do’s Don'ts
Delay in Appreciation
Motivate in a culturally context of values is the best
way to enhance, strengthen, rejuvenate the team Publicly reprimand

Don't criticize TMs/PSs in front of others

Praise positive achievements immediately and
specifically Don't over react to problems or mistakes

Job threat /Abuses

Acknowledge positive achievements in public
Harsh language / Personal taunting
Team Leadership
6. Give Directions

Do’s Don'ts
Explain directions simply and logically in clear, understandable
language

Check for understanding

Should not be confusing, contradictory and
imprecise
Be as brief as possible

Give reasons, so that they know the background of the directions

7. Maintain Positive Discipline

Do’s Don'ts
Malpractices
Be consistent and impartial when taking
disciplinary measures Unpermitted use of samples and promotional materials

Misusing Company’s resources

Coordinate and communicate your disciplinary Absence from work without permission
actions with your SM
Don’t prolong the meeting time
Business Management

Investigate
Market
Distribu
tion
Develop
ment

Business
Manageme
nt

Select &
Classify
Doctors

Fix Cycle
Itineraries
Business Management
Fix territories & Itineraries

Do’s Don'ts
All up country towns A,B,C class should be visited in a Quarter 3 ASM will not visit the same town at the same
time
Must know the time duration and kms from based town to up country
town (city to city)
ASM will not visit a TM base town for less than 3
nights
Placement of TM as per potential for better utilization and productivity

Covering all actual and potential customers in all localities and

Should avoid repeated visit to the same town in a
outstations, month

Select & Classify Doctors

Do’s Don'ts
Continuous prospecting of new customer and new areas

Complete knowledge of KOL profile of whole district

Avoid focused working on limited Doctors
Regular review of doctor call list

Building relationship with KOLs

Business Management
Development

Do’s Don'ts
Don’t offer any obligation without prior
approval of SM
Building professional relationship with KOLS

Don’t make false commitments with Doctors

Investigate Market

Do’s Don'ts
Chemist call on priority

Regular monitoring
Reliance on previous feedback
Regular study of sales analyzer

Visit other stockiest in the same town once a quarter

Business Management
Distribution

Do’s Don'ts
Occasional (3) visit to other companies distributors and stockiest in a quarter
Accept dinner, lunch and gifts offered by
Regular visit to stockiest and ensure inventory as per policy Stockiest / Distributor

Ensure availability of stocks at all trade outlets

Stock handling and delivery
Vigilant on near expiry stocks and plan liquidation

Regular study of product ledger and wholesale retail ratio

Offer any discount to doctor/ procurement
Proper follow up to expiry stocks and its adjustments (at M&P level) apart from policy

Distribution

Do’s
Proper follow up to expiry stocks and its adjustments (at M&P level)

Regular visits to stockiest

Ensure stockiest inventory. (6 weeks), stamping. Random check their invoices, product ledger

Proper follow up to expiry stocks and its adjustments (at M&P level)

Proactive on long holiday coverage plan by M&P and stockiest

Order processing and inventory check at M&P and stickiest by the assigned ASM
Develop Human Resources

Select Promot
Personnel ion

Trainin Develop
Human
Human
g Resources

Evaluat
ion
Develop Human Resources
TM /PS Evaluation

Do’s Don'ts
Timely appraisals

Regular discussion on strengths and weaknesses

Favoritism and biases

Development plan of subordinates

Set objectives and track regularly

Recency effect
Include both quantitative and qualitative goals

Training

Do’s Don'ts
Selling skills and product knowledge

On the job coaching

Guidance Delegations without Training

Project delegation

Succession planning
 Develop Human Resources
Select Personnel

Do’s Don'ts
Selling skills and product knowledge

On the job coaching

Guidance Delegations without Training

Project delegation

Succession planning

Basic Qualifications ASM should look for the following as well:

●
Qualification Preferably BSc. / B Pharm. ●
Academic background
●
Age Between 21 – 25 yrs
●
Reasonably good personality / appearance
●
Selling ability, trainability, initiative
●
Experience Between 6 months – 1 year ●
Intelligence
●
Documents All documents must be checked and verified in ●
Good health
original ●
Hobbies
●
Clearance Check for clearance from previous organizations and
●
Level of active life
●
General knowledge
Distributor ●
Communication
●
Check for the gaps in employment and mention in the experience ●
Market Feed back
section of form ●
Better to select right person than to compromise on a poor candidate
Hiring
'STAR's

Structure of Interview Questions

 Promotions
Promotion from ASM to SM
ASM
ASM should Territorial
Tenure in
Age
should Total
Total Sales
Sales work
work
have
have completed
completed
33 years Getz Pharma experience
experience Education exposure
years as
as ASM
ASM

Projects
Projects headed Best
Best TM
TM &
Geographic (in
headed Officiating TM
TM turnover
turnover SFA YTD &
(in numbers,
numbers, (last
ASM
ASM (in
(in
al exposure define) assignments (last two
two years)
years) average numbers)
define) numbers)

BUs sales Languages Initiative

Initiative Level
Level //
sales
achievement
GOLY Analytical
achievement (3
(3 Acceptance
Acceptance OfOf
exposure years
years average)
average) (current) spoken Approach Responsibility
Responsibility

Temperament
Temperament // Doctors
Doctors // Medical
Medical &
Emotional
Integrity / Company Chemist
Understanding
Understanding
&
Scientific
Emotional Chemist of Scientific
Stability Honesty Policies coverage of Competition
Competition knowledge
Stability coverage knowledge

Prospecting Preparatio Folder Sales

(DCTC) n Detailing Handling Closing Record

Plan Of
Action
 Promotions
Qualifications for TM’s Promotion
TM
TM should
should have
have Tenure in Total
Total Sales
Sales Territorial
completed
completed 33 work experience
Education Age
years Getz Pharma work experience exposure
years as
as TM
TM

Projects
Projects headed
headed
Geographical Officiating SFA YTD Best TM (in
(in
(in numbers,
numbers, BUs
BUs exposure
exposure
exposure
exposure define) assignments
assignments average
average numbers)
numbers)
define)

Initiative
Initiative Level
Level // Temperament
Temperament //
sales
sales achievement
achievement GOLY Languages Analytical
Acceptance
Acceptance OfOf Emotional
Emotional
(3
(3 years
years average)
average) (current) spoken Approach Responsibility
Responsibility Stability
Stability

Doctors
Doctors // Medical
Medical & &
Integrity / Company Understanding
Understanding Prospecting
Chemist
Chemist Scientific
Scientific
Honesty Policies coverage
of
of Competition
Competition knowledge (DCTC)
coverage knowledge

Folder Plan Of
Preparation
Preparation Detailing
Detailing Closing
Closing Sales
Sales Record
Record
Handling
Handling Action
Action
Joint Visit

Joint Visit
 Joint Visit
1. Prepare
Review
Sale Review Base
Base
Sale

Objectives
Data

Data
JVRs

DetermineObjectives
QuantitativeData

QualitativeData
JVRs
ss Progres
Progres d
d on
on
s
Anal sachieve the
the
Anal achieve
d in the
quan
ysis
ysis
d in the
executio quan
Study Quantitative

Study Qualitative
executio
DCT
n of
n of titati
titati
DCT Action
Action ve
C
C
Plans
Plans
Executi
ve
Executi and
and
Adm
Adm
on of
on of
Marketi quali

Determine
in Marketi
ng quali
in ng
strategi tativ
repo strategi tativ
repo es and
es and
activitie ee
rts
rts activitie
s anal
sCompeti anal

Study
sub
Study

sub Competi
tor’s
tor’s
ysis
ysis
miss
miss
Activitie
Activitie of
s of
ion
ion
sInforma
data
Informa
tion
tion
data

Deter Relax Role

Deter Relax Role

Climate

Contracting
Coaching

the clarifi

the Climate

Contracting
mine
SituationalCoaching

mine the clarifi

enviro cation
the enviro cation
the nment
nment during
Able Make during
Able Make the
& clear the
& clear joint
Willi throug joint
Willi throug
h your visit
ng of h your visit
ng of words Stick
words Stick
the and to
the and to
rep actions your
rep your
Situational

actions
and that role as
and that role as

Set the
apply you a
apply you
really
a
coach
appro really
do coach
appro do Keep
priate want Keep
priate want the
the
coach to help

Set
coach to help Rep
ing them Rep
ing them “in-
succee “in-
style succee charge
style d
d charge
”
”

2. Observe KSA (Knowledge, Skills & Attitude)

Before the Call During the Call

●
Punctuality ●
The greetings, referral to the previous visit, questions, answer, interest, closing, professional relationship with doctors
●
Preparation Self, Promotional Material, Consultation of notes, Call Objective ●
The doctor’s behavior during the visit Attention, interest, involvement, reactions, question ,
●
Information about the Dr. profile commitment,
●
Queries made with secretaries Behavior in waiting room ●
Implementation of the Promotional Strategies
 Joint Visit
3. Provide Feedback

Following a call, take some time to debrief with the representative

Encourage
Encourage the
the TM
TM to
to reflect
reflect back
back on
on the
the call
call objectives
objectives Sharing
Sharing your
your observation
observation and
and your
your perspective
perspective of
of the
the doctors
doctors reactions
reactions

Ask:
Ask: “How well
“How well did
did you
you Have
Have the
the representative
representative identify
identify one thing
one thing to
to Catch
Catch them
them doing
doing something
something right
right Pick
Pick one
one or
or two
two (at the
(at the most
most three)
three) specific
specific
accomplish what
accomplish what you
you set
set out
out to
to do?”
do?” continue doing
continue doing and
and one
one thing
thing to
to stop
stop doing
doing or
or Recognize changes
Recognize changes observed
observed to
to reinforce
reinforce the
the new
new skills
skills areas to
areas to work
work on
on Confirm
Confirm the
the TM’s
TM’s commitment
commitment to to
“How did you think the call went?”
“How did you think the call went?” change
change and practices
and practices make a plan
make a plan

4. Formulate Action Plan

Discuss the Evaluation with TM

●
Be guided with what coaching style to use
●
Provide Feedback
●
Begin always with STRENGTHS
●
Ask questions to help TM develop actions and solutions
●
Agree on appropriate action steps with timelines
●
Offer support
●
Document & Follow up regularly to assess progress
 Joint Visit

5. Follow Up
Determines whether TM is performing or continuing to perform at the level expected after the coaching
session

Continue to observe TM’s Ask what worked and what Identify possible modificati
Monitor regularly TM’s
behavior, performance or could be improved in the to the Action Plan and deci
progress on a new on with timeline
development follow-up coaching session

On-the-Job Coaching

ASM: Has expertise, good demonstrator

In Coaching......

Remember the Strengths.

You will never win the gold

concentrating on people’s weaknesses

Catch TMs doing things RIGHT

MPL ‘10